Strategic planning is absolutely key to a nonprofit organisation (NPO) achieving its mission. It involves determining where an organisation wants to go (strategy) and outlining the steps needed to get there (planning). These two elements are inextricably linked. Think of it as a pilot charting a flight course, with specific markers to ensure the journey stays on track.
For NPOs, strategic planning is not just a tool – it’s a necessity. It enables organisations to maintain focus, align their activities with their mission, and ensure they are responsive to the needs of the communities they serve. Monitoring progress against a well-defined plan is crucial as it ensures that the organisation’s efforts are on track.
Effective strategic planning begins with a thorough understanding of the terrain. Topics to be addressed include the sector in which you operate, what you want to achieve, likely obstacles, and how to overcome these. This requires consultation with the communities you serve. Mapping out the steps to achieve these goals might be a tedious process, but it’s essential for success. A well-crafted plan leads to meeting goals and fulfilling the organisation’s purpose. External stakeholders should also be taken into consideration as outside voices are always welcome when you are formulating a strategy.
Strategic plans need not be followed rigidly. Life is unpredictable, and organisations should be flexible and adaptive. For instance, if a key funder withdraws support or a natural disaster occurs, NPOs need to pivot quickly. Maintaining a balance between staying on track and being adaptable, ensures that an organisation can fulfil its mission despite unforeseen challenges.
Resource allocation is a critical component of strategic planning. Extensive consultation, and development of a clear plan, enables NPOs to determine what resources are required, and plan accordingly. Constantly checking and adjusting resource allocation ensures that scarce resources are used optimally.
Close collaboration with the community that the NPO wishes to serve, and understanding the local context and incorporating this into strategic planning, is crucial. This could, for example, involve contracting local field workers who live within the community and who understand the specific challenges its members face. The field workers could also draw in other organisations to address needs, such as responding to gender-based violence, where the NPO may lack expertise or capacity. Local expertise is critical and it cannot be found in textbooks and reports.
Data and evidence inform your practice, indicating if the programme is on track and where it can be improved. Data collection can be challenging in some contexts, but qualitative research – gathering non-numerical data and information based on personal experiences and stories – is relatively easy and informative.
NPOs need to be transparent and accountable at all times, as communities are informed and aware. Without trust, an NPO will not be permitted to work in a particular community. One mistake can halt a much- needed programme.
Transparency needs to be balanced with the need for privacy, as some matters are so painful that participants on community programmes may request confidentiality. Field workers need to be attuned to sufficient transparency and openness, and balance that with confidentiality.
Common pitfalls in crafting strategic plans include deciding on the wrong strategy, or implementing plans or programmes that are not wanted by a community. This can be mitigated through genuine community consultation and setting realistic, achievable targets. Monitoring large-scale programmes is essential to avoid pitfalls and ensure success.
In conclusion, strategic planning is indispensable for NPOs. The strategy and plans must be in alignment with the communities within which you work, and you need to follow a selected strategy and set of plans to measure progress.
By fostering collaboration, remaining flexible, incorporating local context, gathering and using data effectively, and balancing transparency with confidentiality, NPOs are better positioned to overcome challenges and achieve their mission.
This article was first published in the 2024 Inyathelo Annual Report.
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